In 1999 the American Cancer Society (ACS) launched the National School Health Coordinator Leadership Institute, a groundbreaking initiative designed to enhance and invigorate school health in the nation's schools by training individual school health coordinators to act as change agents. The Institute consisted of three, week-long summer training sessions, and three, shorter midyear "booster" sessions, with the various sessions designed to assist one cohort of participants (n = 50) to build leadership capacities to coordinate school health. This evaluation examined the effects of the Institute as measured through a panel survey of participants - school health coordinators or their equivalents - over an 18-month period. Findings suggest that substantial progress was made in institutionalizing the school health coordination function in the target school districts. Specifically, in contrast to when the training began, clear, written position descriptions are common among program participants, most have functioning school health councils in their school districts, and program trainees appear to be moving aggressively to enhance the infrastructure for school health coordination through planning, setting priorities, and assessing needs. Program trainees report spending increased time on school health coordination, and they are active in spreading the word about coordinated school health programs. Trainees viewed the Institute as relevant to their needs, though not all aspects of the program are viewed as equally useful. As possible shortcomings, the training needed more emphasis on funding for school health coordination, and a low level of evaluation skills existed among coordinators.

We develop a theoretical model of city manager professionalism addressing professional guidance and commitment, and four public service values: ethical solutions, neutral competence, political responsiveness, and political solutions. We tested these professionalism values on a national survey sample of city managers in the United States. Using structural equation modeling, we found evidence that professionalism acted directly on reported ethical behavior, and ethical behavior indirectly explained political responsiveness positively and political solutions negatively through neutral competence. Our analysis supports arguments that public service professionalization is possible and clarifies the pathways toward this important goal. Our study focuses on understanding how involvement in professional associations and activities relates to city manager perceptions of their own values and competence.

E-government developments suggest positive changes are unfolding for local government, but hopes for a technology-driven future have outpaced knowledge of how e-government opportunities can be translated into action. This chapter argues that the existing gap between the e-government rhetoric and reality is due in-part to ineffective leadership and that the CFO is an underutilized resource. Remedies are sought by examining the dynamics of local government implementation and considering ways the CFO role could be reengineered while respecting local government needs and realities. The result is a look at a largely undiscovered e-government landscape offering new opportunities for improved leadership and more desirable e-government outcomes. Recommendations are offered for improving both practice and the academic research knowledge base.

Can ethical codes be more than pabulum? This research seeks preliminary answers by examining manager knowledge of the ICMA Ethical Code. Findings indicate that city managers know the code and highlight the importance of local government experience. The data lead to a discussion of possible next steps for professional organizations.

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